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Zmkb progress named after Academician A. Ivchenko. State Enterprise "Zaporozhye Machine-Building Design Bureau "Progress" named after Academician A.G. Ivchenko

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The history of development

May 5, 1945 by order No. 193 of the People's Commissar aviation industry USSR A.I. Shakhurin in Zaporozhye, at the plant number 478, an experimental design bureau was created to develop new and modernize previously created aircraft engines of medium and low power for civil aviation. Alexander Georgievich Ivchenko, a personnel designer of the plant, was appointed head of the Design Bureau, who later (1963) became the general designer of the enterprise. The basis of the team of the new design bureau was made up of experienced specialists from the engine plant, who went through an excellent school of creating and fine-tuning aircraft engines from M-11 to M-88B and ASh-82FN. In 1966, the enterprise was renamed into "Zaporozhye Machine-Building Design Bureau (ZMKB) "Progress". Since 1994, the enterprise bears the name of its first leader - Academician A.G. Ivchenko, and since 2004 - State Enterprise "Ivchenko-Progress".

Already in 1946, the Design Bureau created the M-26GR engine (helicopter, geared) with a power of 500 hp. It was the world's first air-cooled piston engine specifically designed for helicopters. The engine is assigned the index "AI" (Alexander Ivchenko) - AI-26GR. Experimental AI-26GR and its modifications: AI-26GRF with a power of 550 hp, AI-26GRFL with a power of 575 hp. - installed on helicopters G-4, B-5, B-9, B-10, B-11 I.P. Bratukhin and Yak-100 A.S. Yakovlev. In total, about 30 prototype helicopters and 250 AI-26 GR/GRF engines were manufactured.

Starting from 1947, the enterprise began experimental work on creating a lung motor AI-10 - 5-cylinder air-cooled star with a power of 80 hp. for training and sports aircraft Yak-20. Only 2 experimental aircraft and 9 engines were built.
In 1948, the AI-4G with a power of 55 hp was developed. for ship communications and surveillance helicopters Ka-10. 15 helicopters and a small batch of engines - 35 pieces were manufactured.

In the same year, a unique AI-14 engine was created. Its aircraft version AI-14R is a 9-cylinder air-cooled star with a supercharger and gearbox with a power of 265 hp. - installed on various modifications of the Yak-12 and Yak-18. The aircraft had both training and combat use. More than 12,000 aircraft were serially produced in the USSR, Poland, and China, of which about 8,500 units were powered by AI-14 engines. In total, over 12,500 AI-14R engines of various modifications were manufactured in these countries. Also, this engine was installed on the short takeoff and landing aircraft An-14 "Pchelka", 332 aircraft were serially built. And to this day, under the brand name M-14, engines of the AI-14 family are used on thousands of light training, aerobatic, administrative and agricultural aircraft of the Design Bureau. A.S. Yakovlev and KB im. P.O. Sukhoi and are operated in many countries of the world.

Helicopter version of AI-14V with power from 255 to 280 hp. Kamov Ka-15 and Ka-18 shipborne multi-purpose helicopters were equipped. A total of 465 vehicles and 1200 engines were manufactured.

Also in 1948, on the basis of the AI-10 and AI-14 engines, the AI-12 aircraft engine was created - a 7-cylinder air-cooled star with a power of 175 hp. The engine was flight tested on the Yak-18M and Po-2. An experimental batch of 4 engines was made.

Especially fruitful in those years was cooperation with the design bureau of M.L. Mile. In a short time, the Mi-1 helicopter with an AI-26V engine with a power of 575 hp was built and tested. Developed in 1953, the helicopter had more than a dozen modifications and wide civil and military applications. It was built in two countries: the USSR and Poland total 2691 helicopter. AI-26V engines, and in Poland under the Lit-3 brand, more than 4,000 units were manufactured.

Since 1953, the Design Bureau began work on the creation gas turbine engines. The first work in this direction was the development of a powerful turbo starter TS-12 for the turboprop engine (TVD) NK-12, which was created at the State Union Pilot Plant No. 276 under the leadership of N.D. Kuznetsova. They were equipped with passenger Tu-114 and military aircraft An-22, Tu-95, Tu-126, Tu-142. More than 2,500 TS-12F turbo starters have been manufactured.

In order to supply compressed air to start the AI-14V and AI-26V marching piston engines on the Ka-15, Ka-18 and Mi-1 helicopters, the AI-2MK piston starting engine was created in 1957. More than 5000 VPDs have been serially produced.

To gain experience in the development and refinement of gas turbine engines from OKB N.D. Kuznetsov was transferred to TVD TV-2F and documentation. In 1954, on its basis, the Zaporozhye Design Bureau created a TV-2T modification with a maximum power of 6250 hp. for prototype transport aircraft An-8 (P). An experimental batch was made - 7 engines.

In 1955, the company developed another modification - TV-2VK with a maximum power of 5900 hp. with an original gearbox for driving the lifting and traction screws of the world's largest rotorcraft Ka-22 designed by N.I. Kamov. This experimental rotorcraft set world speed and altitude records. The engines were installed on the first copy of the Ka-22.

For the experimental helicopter V-7 (Mi-7) in 1957, the AI-7 turbojet engine was created with a maximum thrust of 60 kgf. Two engines were mounted at the ends of a two-bladed propeller, and the propeller was spun using their jet thrust. In 1959, work on the creation of the AI-7 was discontinued due to the closure of the subject of the B-7 helicopter. One prototype helicopter and 11 engines were manufactured.

In the same year, 1957, the AI-20 single-shaft turbojet engine, one of the first gas turbine engines in the world with a long service life, successfully passed state tests. Simple in design, technologically advanced and inexpensive to manufacture, the engine is characterized by high operational reliability. For many years, its modifications AI-20A (4 series), AI-20D (5 series), AI-20K, AI-20M with power from 4000 to 5250 hp. successfully operated on An-10, Il-18 passenger aircraft and Air Force aircraft - An-8, Il-20, Il-22 and today continue to be operated on An-12, An-32, Be-12, Il-38. In the process of operation on the engine of the AI-20M series, the first in the USSR, the longest overhaul life of 8000 hours was reached and the designated one was 22000 hours. A total of 2,663 aircraft and approximately 14,000 AI-20 engines of all modifications were manufactured.

In 1958, the AI-24 TVD with a power of 2550 hp was developed, based on the experience of designing the AI-20 TVD and a progressive modeling method. Engine modifications are operated on An-24 passenger aircraft and aircraft special purpose An-26, An-30. A total of 2,735 aircraft and about 11,750 AI-24 engines of various modifications were built. For the first two experimental helicopters V-8 (Mi-8) in 1960, 11 AI-24V turboshaft engines with a capacity of 2000 hp were manufactured. Later, due to the choice of the TV2-117 engine for the Mi-8, work on the AI-24V was discontinued.

Since the beginning of the 60s, the Design Bureau has been developing double-circuit gas turbine engines. The AI-25 twin-shaft turbofan engine with a maximum thrust of 1500 kgf for the Yak-40 passenger aircraft was created in 1965, the aircraft was built in a series of 1011 units. The engine was also installed on the agricultural aircraft M-15 (Poland), 138 aircraft were built. Serially produced 6326 engines.

For the L-39 TCB manufactured in the Czech Republic in 1973, a modification of the AI-25TL with a thrust of 1720 kgf was created. The engine was developed on the basis of the AI-25 turbofan engine with an extended exhaust pipe, cooled HPT working blades and an oil system that ensures the operation of the bearings in inverted flight conditions. More than 5100 engines have been serially produced. To date, about 2650 AI-25TL are operated in 37 countries of the world on training and combat aircraft. A total of 2,868 L-39s were built. The modification of the AI-25TLK engine is installed on the Chinese TCB JL-8, about 300 engines are in operation, another modification - AI-25TL 300.11 is used on unmanned aerial vehicles (UAVs).

The sixties were marked by the development of a family of small auxiliary power plants for the drive of electric generators, for the operation of the air conditioning system, for the supply of compressed air during the launch of the main gas turbine engines, both civil and military aviation. These are AI-8, AI-9, AI-9V APUs for An-8, An-10, Be-12, M-15, Yak-40 aircraft and most Kamov helicopters: Ka-27, -29, -31, - 32, -50, -52, -60 and Mile: Mi-6, -8 (17), -10, -14, -24 (35), -26, -28. Total built about 9900 aircraft, on which APUs of these brands were installed and about 13,000 starting engines were manufactured. Currently, over 7,000 APU units are in operation.

In 1971, for the Yak-42 passenger aircraft, the first turbofan engine in the USSR was designed with a high bypass ratio D-Z6 and a maximum thrust of 6500 kgf. For the first time on an engine of this class, a three-shaft scheme was used with the wide use of titanium and progressive design, technological and metallurgical developments. Also for the first time the engine is made according to the modular scheme. Modifications of this engine are successfully operated on the An-72, An-74 military transport and multi-purpose aircraft, as well as on the An-74TK-300 passenger aircraft. A total of 350 aircraft were built and about 1,700 engines were mass-produced. About 720 D-36s are currently in service.

In the mid-70s, the D-136 turboshaft engine with a power of 11,400 hp was created on the basis of the D-36. for the world's most lifting military transport helicopter Mi-26. 288 helicopters and 945 engines were manufactured, 400 are in operation.

In the framework of military-technical cooperation between the CMEA member countries in 1984, the DV-2 turbofan engine with a maximum thrust of 2200 kgf was designed for the Czech-made L-59 trainer. 65 aircraft built. Since 1991, the engine has been mass-produced in Slovakia in a small series - 70 units.

In the first half of the 1980s, the main efforts of the enterprise were aimed at creating ultra-high thrust turbofan engines for the An-124 Ruslan strategic military transport aircraft. A powerful, highly efficient D-18T engine with a thrust of 23430 kgf was created. It is also installed on the An-225 Mriya, the world's largest transport aircraft. A total of 52 aircraft were built and 251 engines were manufactured. 188 D-18Ts are in operation.

The first domestic and the world's first demonstration experimental three-shaft TVD D-236T with a maximum power of 9450 hp. was created and tested in 1985. The engine was built to work out problematic issues related to the creation of propeller-fan engines. They were made two copies.

SE Ivchenko-Progress today

To meet the predicted growth in demand for aircraft, the company is developing a number of new civil and military aircraft engines. In particular, this is the world's first D-27 turboprop engine with a maximum power of 14,000 hp, which is currently undergoing state flight tests on the An-70 medium military transport aircraft. Today, preparatory work is being actively carried out for the launch of serial production of aircraft and engines. Work is also underway to develop new modifications - TVGTD AI-127 with a capacity of 14,500 hp. for heavy helicopters, a family of turbojet engines with an ultra-high bypass ratio (about 13) AI-727 with a thrust of 9000 ... 11000 kgf with a gear drive of a low-noise wide-chord fan of a new generation for transport aircraft of the An-148T type.

For the new An-140 regional aircraft, the TVZ-117VMA-SBM1 turboprop engine and the AI9-ZB auxiliary engine were developed. Work is underway to further increase the resource and reliability of these engines.

The new Tu-334 and An-148 passenger aircraft, as well as the Be-200 amphibious aircraft, are powered by the new generation D-436 engines with a thrust of 6,400 to 8,200 kgf. Serial production is carried out in cooperation with enterprises: Motor Sich OJSC (Ukraine) and Russian enterprises - FSUE MMPP Salyut and UMPO OJSC. In November 2008, the D-436TP turbofan engine was the first of the aircraft engines in the post-Soviet space to receive the approval of the European Aviation Safety Agency (EASA) for compliance with Western airworthiness standards, thereby ensuring the entry of the Be-200ES seaplane to the European market.

A family of AI-222 turbojet engines with a thrust of 2,200 to 4,500 kgf (afterburner modifications) is being developed for modern combat training aircraft. In 2009, the program was completed and the Act of combined state tests of the Russian Yak-130 aircraft with AI-222-25 engines with a thrust of 2500 kgf was signed.

Serial production of AI-222-25 engines is carried out in cooperation with Motor Sich JSC and FSUE MMPP Salyut. The development of the AI-222-25F turbofan engine with a thrust of 4200 kgf in afterburner is nearing completion. On the basis of the basic gas generator, work is underway to develop the AI-222-40 turbofan engine with a thrust of 3500-4150 kgf for commercial aircraft. For new aircraft and helicopters, the creation of AI-8000 turboprop and turboshaft modifications with a capacity of 7000 - 8000 hp is being worked out.

For light helicopters, a small-sized AI-450 turboshaft engine with a power of 465 hp has been created. An experimental batch of engines was manufactured at Motor Sich OJSC. On the basis of the gas generator of the AI-450 engine, an auxiliary gas turbine engine AI-450MS was created for regional aircraft An-148 and a modification of the engine is being developed - AI-450M with a rear shaft output (400 - 465 hp) for the modernization of the Mi-2M helicopter, it is currently undergoing bench tests and preparations are underway for its mass production, as well as a modification of increased power AI-450-2 (630 - 730 hp) for Ansat helicopters, turboprop engines AI-450S (400 - 465 hp) and AI-450S-2 (630 - 730 hp) for light aircraft such as Yak-18, Yak-152, SM-92T "Finist Turbo", EV-55, modifications of AI-450BP (409 kgf) and AI-450-2BP (560 kgf) bypass turbojet engines for light multi-purpose aircraft and UAV.

Using the extensive experience in creating AI-222-25, AI-222-25F and D-27 engines, the AI-9500F turbofan engine with a thrust of 9.5 tf is being developed, designed for use as part of the power plants of light combat aircraft.

Technical proposals are being developed for promising engines: AI-40 TVD (3500 - 4500 hp) for commercial aircraft.

The company explores new materials, control systems, elements and assemblies created on the basis of new ideas and promising technical solutions. The developed and tested ideas, technologies and materials are implemented not only in new promising engines, but also in the modification of existing serial gas turbine engines, which provides new opportunities and a qualitative improvement in aircraft characteristics.

To increase the carrying capacity and efficiency of the An-124-100 transport aircraft, a modification of the D-18T series 4 engine is being created. The new An-124-100M-150 aircraft will be able to carry cargo weighing up to 150 tons.

For the modernization of the L-39 training aircraft of the Czech company AeroVodohody on the basis of the AI-25TL engine, a modification of the AI-25TLSh was developed. It introduced a combat mode of increased maximum thrust up to 1850 kgf. Installing a modified engine provides an extension of the service life of the L-39 aircraft by 10 - 15 years. In December 2008, the engine in the L-39 aircraft passed state flight tests. At present, the modernized L-39 aircraft are entering service with the Air Force of the Armed Forces of Ukraine.

Ministry of Education and Science of Ukraine

Zaporozhye State Engineering Academy. Faculty of Economics and Management. Department of Enterprise Economics

Course work

on the course "Labor Economics and Social and Labor Relations"

on the topic "Analysis of the labor and social and labor spheres of the State Enterprise "Ivchenko-Progress"

Passed by: Minkova N. M, 3rd year, gr. EP-07-2

Checked by: Tkachenko M. A., senior lecturer

Zaporozhye, 2010

Coursework: 36 pages, 15 tables, 14 sources.

The purpose of the study: to increase the efficiency of the enterprise "Ivchenko-Progress".

Object of study: SE "Ivchenko-Progress"

Research methods: calculation-analytical, logical.

The main content of the course work: give general characteristics State Enterprise "Ivchenko-Progress", analyze the state of labor and social and labor relations at the enterprise State Enterprise "Ivchenko-Progress" and the main areas of labor assets, identify possible improvements in the labor and social - labor indicators of the enterprise, provide recommendations on improving the management of labor resources to increase work efficiency enterprises.

Analysis, labor resources, work time, labor productivity, product development, labor intensity of products, dynamics, production efficiency, production volume, labor organization, enterprise, reserves, social and labor relations, labor intensity of products, factor analysis, competitiveness.

Introduction

1.2 Analysis of the normative - legislative regulation of the labor and social and labor spheres at the enterprise

1.3 Analysis of the provision of the enterprise with labor resources

1.7 Analysis of the correlation between the growth rates of labor productivity and wages

Section 1 Conclusions

Section 2. Development of theoretical ways regarding the possibilities of improving the labor and social and labor indicators of SE "Ivchenko-Progress"

Section 2 Conclusions

Bibliography

Introduction

The economy of our country has practically switched to a market economy and operates exclusively according to the laws of the market. Enterprises themselves are responsible for their activities, and they themselves make decisions about further development. And in market economy the survivor is the one who makes the best use of the resources available to him to obtain the maximum amount of profit, solving the main problems economic activity.

Of the currently known factors of production, one of the main, and often the main and most costly, is labor.

To work effectively in the new conditions, highly qualified workers who have knowledge of technology, economics, and production organization, who are able not only to follow orders, but to independently show initiative and enterprise, have become more and more often required.

The relevance of the study of this topic on present stage increases more and more. This is due to the ongoing transformations of the social system, the reorganization of forms of ownership, the replacement of administrative methods of management with economic ones, and the transfer of the economy to market relations. All these circumstances give a qualitatively new content to the process of the formation of labor resources, and, consequently, the study of this process at the moment is of particular importance. Based on the foregoing, we conclude that the specific task of any analysis of the labor resources of an enterprise is to find weaknesses in production associated with the use of work force, and its purpose is to develop such recommendations that will not allow the enterprise to reduce the volume and quality of its commercial products.

The analysis of labor resources makes it possible to reveal the reserves for increasing the efficiency of production at the expense of labor productivity, more rational use the number of workers, their working hours. All of the above defines enough a high degree both social and practical significance of the considered direction in the analysis of the economic activity of the enterprise.

In particular, the volume and timeliness of all work, the efficiency of using equipment, machines, mechanisms, and, as a result, the volume of services provided, the cost of transportation, profit and a number of other economic indicators depend on the availability of labor resources and the efficiency of their use.

That is why the research topic is very relevant.

The purpose of this course project is to analyze the activities of the enterprise and develop proposals for improving the efficiency of its activities.

Objectives of the course work:

Give a general description of the enterprise, its regulatory and legislative regulation;

Conduct an analysis of labor productivity and the use of working time at the enterprise;

To analyze the security of the enterprise with labor resources;

Consider proposals for improving labor and social and labor indications at the enterprise;

Section 1. Analysis of the labor and social labor sphere

1.1 Characteristics of the enterprise SE "Ivchenko-Progress"

SE "Ivchenko-Progress" is a state-owned enterprise, which is part of the Ministry of Politics of Ukraine. His field of activity: design, manufacture, certification, repair, testing, fine-tuning, introduction into serial production and improvement of consumer properties of gas turbine engines for aviation and industrial applications throughout life cycle. The high level of design development of aircraft engines of the State Enterprise "Ivchenko-Progress" is confirmed by certificates of the State Aviation Administration of Ukraine, the Register of the Interstate Aviation Committee of the CIS countries and Bureau Veritas.

In the development of world aviation, the State Enterprise "Zaporozhye Machine-Building Design Bureau "Progress" named after academician A.G. Ivchenko plays a significant role - for 60 years they have been creating engines for many types of aircraft and helicopters, as well as drives and special equipment for ground use. During this period over 55,000 aircraft piston and gas turbine engines, auxiliary power units and industrial drives have been manufactured by engine-building plants.

Since 1994 ZMKB "Progress" bears the name of its first leader, Academician A.G. Ivchenko.V different years Zaporozhye Design Bureau was led by outstanding domestic designers of aircraft engines: in 1968 - 1989. - Vladimir Alekseevich Lotarev; since 1989 - Fedor Mikhailovich Muravchenko.

The company researches new materials, control systems, elements and units created on the basis of new ideas and promising technical solutions.

The team of the enterprise is widely working on the creation of drives for industrial use. This direction includes 17 types of engines in the power range from 0.5 to 25 MW. The powerful intellectual, production and experimental-research complex of SE "Ivchenko-Progress" makes it possible to create gas turbine engines of a wide range of thrusts and capacities.

SE "Ivchenko-Progress" carries out a unified technical and marketing policy together with Ukrainian and Russian manufacturers of gas turbine equipment. Currently, the company has more than 500 business partners, most of which are aviation companies in Russia and Ukraine. Aircraft engines: turbojet (AI-22, AI-222-25, AI-25, D-18T, D-436TP, D-436-148), turboshaft (AI-450, D-136), turboprop (AI-20 , AI-24, TV3-117VMA-SBM1), turbopropfan (D-27), auxiliary power units (AI-8, AI-9, AI-9V, AI9-3B), gas turbine drives (D-336, D-336 -1/2, AI-336, AI-336-2-8, AI-336-1/2-10). Power plants: gas turbine power plant (GTE) - AI-2500, AI-3000; block gas turbine power plant (BGTES) - AI-4000, AI-6000, AI-8000.

Special units: inert gas generator (AI-19GIG), automotive unit AI-19GIG-A, gas compressor unit (AI-45 GPA-Ts-0.7/45-5). Aircraft engines developed by Ivchenko-Progress State Enterprise are used on 57 types of aircraft in 109 countries of the world.

1.2 Analysis of the regulatory and legislative regulation of the labor and social and labor spheres at the enterprise

The main legislative act is the Constitution of Ukraine, on which all legislation is based, including labor legislation. Articles 43-46 of the Constitution of Ukraine say that everyone has the right to work, to rest, to social protection, to safe and healthy working conditions and wages, and not below the established minimum. It is interesting that every citizen has the right to receive timely remuneration for his work and this right is protected by law. At the same time, the state must create conditions for necessary for a citizen to fully exercise their rights.

The following laws are used to regulate payroll issues: regulations, Decrees of the Cabinet of Ministers of Ukraine, instructions approved by the Cabinet of Ministers of Ukraine:

1. Law of Ukraine "On wages" dated March 24, 1995. No. 108/95-BP. This Law defines the economic, legal and organizational principles of remuneration for employees who are in labor relations based employment contract with enterprises, institutions of all forms of ownership and management, and aimed at ensuring a reproductive and stimulating function wages.

3. Law of Ukraine "On holidays" dated 15.11.96r. No. 504/96-BP with changes and additions.

4. The Law of Ukraine "On Compulsory State Social Insurance against Industrial Accidents and Occupational Diseases that Cause Loss of Efficiency" of 23.09.99r. No. 1105-XIV.

5. Law of Ukraine "On Compulsory State Pension Insurance" dated 09.07.03. No. 1058-IV.

6. Law of Ukraine "On the fee for compulsory state pension insurance" dated 26.06.97r. No. 400/97-BP.

7. Law of Ukraine "On obligatory state social insurance in case of unemployment" dated 02.02.2000. No. 1533-III.

8. The Law of Ukraine "On Compulsory State Social Insurance in Connection with Temporary Disability and Costs Caused by Birth and Burial" dated 18.01.01. No. 2240-III.

9. Law of Ukraine "On income tax individuals"dated 22.05.03. No. 889-ІV.

10. Law of Ukraine "On collective agreements and agreements". This Law provides for the drawing up of agreements at three levels: at the state - State, at the sectoral - sectoral, at the regional - regional agreements. production level(enterprises that have the rights legal entity and use

hired labor) - collective agreements are concluded.

11. Decree dated 30.07.1999r. No. 1398 "On amendments and additions to the Procedure for calculating the average wage, approved by the Resolution of the Cabinet of Ministers of Ukraine dated February 8, 1995 No. 100

12. Wage instruction, approved by the order of the State Statistics Committee of Ukraine dated 13.01.2004. No. 5.

13. The procedure for calculating the average wage (income) for calculating payments for compulsory state social insurance, approved by the Resolution of the Cabinet of Ministers of Ukraine dated 26.09.2001r. No. 1266, with changes and additions.

14. Law "On labor protection" - "On labor protection", Law of Ukraine dated October 14, 1992 No. 2694-XII.

15. Law on "Fundamentals of Ukrainian legislation on healthcare" - "Fundamentals of Ukrainian legislation on healthcare", Law of Ukraine dated November 19, 1992 No. 2801-XII.

16. Decree No. 994 - "List of measures and means for labor protection, the costs of implementation and acquisition of which are included in gross expenses", Decree of the Cabinet of Ministers of Ukraine dated June 27, 2003 No. 994.

17. Regulations on overalls No. 170 - "Regulations on the procedure for providing workers with special clothing, special footwear and other means personal protection", approved by the order of the State Committee of Ukraine for the supervision of labor protection dated October 29, 1996 No. 170.

18. Letter No. 0-9-3493 - Letter of the Ministry of Justice "Regarding the determination by the Cabinet of Ministers of Ukraine of the list of personal protective equipment for employees, the cost of which is not included in the total monthly or annual taxable income of the taxpayer" dated May 17, 2004 No. 0-9-3493 . 19. Law "On taxation of profits" - "On taxation of profits of enterprises", Law of Ukraine dated December 28, 1994 No. 334/94-VR.

20. Law of Ukraine dated September 15, 1999 No. 1045-XIV "On trade unions, their rights and guarantees of activity"

1.3. Analysis of the provision of the enterprise with labor resources

The availability of labor resources of the enterprise is characterized by the data shown in the analytical table 1.3.1.

productivity pay management personnel

Table 1.3.1 - Assessment of the provision of the enterprise with labor resources

The table shows that in 2008 the number of total personnel decreased by 0.71% compared to 2007, which in absolute terms amounted to 18 people. In 2008, the number of specialists increased by 8.5% compared to 2007. The number did not industrial personnel in 2008 it decreased by 13.9%. Perhaps this was influenced by the working conditions at the enterprise, the level of wages or personal reasons. The volume of production in value terms in 2008 increased by UAH 860,000. compared to 2007. This was driven by an increase in output per worker and an increase in production or repair orders, as well as the use of new, more efficient equipment.

Analysis of changes in the structure of labor resources will be considered in Table 1.3.2.

Table 1.3.2 - Analysis of changes in the structure of labor resources

As can be seen from Table 1.3.2, the number of core business personnel in 2008 compared to 2007 increased by 0.4%, which in absolute terms amounted to 1 employee. The support staff of the enterprise decreased by 13.86% in 2008 compared to the base period.

It can be assumed that this was influenced by the decision of the management of the enterprise to reduce support staff in order to save money.

The most important stage in the analysis of the security of the enterprise labor force- the study of its movement.

Table 1.3.3 - Movement of labor

Indicator	Base period	Reporting period	Deviation
Indicator	Base period	Reporting period	Absol.
Number of workers at the beginning of the period	2500	2480	-20	-0,8
Accepted to the enterprise	225	178	-47	-20,9
Retired from the enterprise	202	150	-52	-15,8
Including:
for education	-	-	-	-
to the Armed Forces	19	15	-4	-21,1
retirement and for other reasons provided by law	140	112	-28	-20
on own will	30	18	-12	-40
for violation labor discipline	13	5	-8	-38,4
Number of workers at the end of the period	2523	2508	-15	-0,6
Average number of workers	2512	2494	-18	-0,8
Turnover ratio for hiring employees	8	7	-1	-12,5
Retirement rate	8,04	6,01	-2,03	-16,25
Staff turnover rate	1,71	0,92	-0,79	-46,2
Staff retention rate	92,1	89,6	-2,4	-2,3

Personnel turnover rates are not planned, therefore their analysis is carried out by comparing the indicators of the reporting year with those of the previous year.

The turnover coefficient for the reception of workers is calculated by the formula (1.3):

Kpr bases \u003d 225/2512 * 100 \u003d 8

Kpr otch \u003d 178/2494 * 100 \u003d 7

The retirement turnover ratio is calculated using the formula (1.4):

Kv bases \u003d 202/2512 * 100 \u003d 8.04

Kv otch \u003d 150/2494 * 100 \u003d 6.01

The turnover of workers plays an important role in the activity of the enterprise. Permanent personnel who have been working at the enterprise for a long time improve their qualifications, master related professions, quickly navigate in any atypical environment, create a certain business atmosphere in the team, actively influencing labor productivity. The flow coefficient is calculated by the formula (1.5):

Kt bases \u003d (30 + 13 / 2512) * 100 \u003d 1.71

Kt otch \u003d (18 + 5 / 2494) * 100 \u003d 0.92

The coefficients of permanence and stability of personnel reflect the level of remuneration and satisfaction of employees with working conditions, labor and social benefits. The coefficient of constancy and stability of personnel is calculated by the formula (1.6):

Kp bases \u003d (2316/2512) * 100 \u003d 92.1

Kp otch \u003d (2236/2494) * 100 \u003d 89.6

1.4 Analysis of the use of working time

The efficiency of work, the use of all technical and economic indicators depends on how fully and rationally the working time is used. Therefore, the analysis of the use of working time is an important part of the analytical work at an industrial enterprise. The working time fund can be calculated using the formula (1.7):

PDF \u003d Kr * D * P,

where, Kp - the average annual number of employees;

D - the number of days worked by one employee;

P is the average working day.

PDF bases = 2300*256*8 = 4710400 hours

PDF pl \u003d 2312 * 254 * 8 \u003d 4697984 hours

PDF f = 2312*254*8 = 4697984 hours

The completeness of the use of labor resources can be assessed by the number of days and hours worked by one worker for the analyzed period of time, as well as by the degree of use of the working time fund.

Table 1.4.1 - The use of labor resources of the enterprise

The object of analysis in this case is the deviation of the actual time worked in man-hours in reporting period from the corresponding figure for the previous year. This deviation can be affected by such factors as: a change in the number of workers, a change in the length of the working period and a change in the duration of the work shift. The influence of these factors on the change in the working time fund can be established by the chain substitution method:

∆ PDF kr \u003d (KR f - KR pl) * D pl * P pl (1.8)

∆ PDF d \u003d (D f - D pl) * KR f * P pl (1.9)

∆ PDF p = (P f – P pl)*D f *KR f (1.10)

Due to the decrease in the actual number of personnel from the planned one, the working time fund at the enterprise decreased by 24384 hours:

∆ PDF cr = (2300 - 2312)*254*8 = -24384 hours

The influence of the actual and planned number of days worked by one employee per year and the average length of the working day did not affect the change in the working day fund:

∆ PDF d \u003d (254 - 254) * 2300 * 8 \u003d 0 hours

∆ PDF p = (8-8)*254*2300 = 0 hours

We will consider the balance of working time per employee according to table 1.4.2.

Table 1.4.2 - Balance of working time per employee

Composition of the working time fund	Unit measurements	2007	2008	Deviation
				absolute		relation
Calendar fund of time	days	365	365	-		-
Weekend	days	104	106	+2		+1,1
Holidays	days	5	5	-		-
Nominal working time fund	days	256	254	-2		-0,8
total absences from work a) basic and additional holidays; b) holidays in connection with pregnancy and childbirth; c) vacations and reductions in the working week of students; d) due to illness; e) fulfillment of state and public obligations; e) by order of the administration.
Turnaround time	clock	2048	2038	-10		-0,5
Losses in the middle of the day a) reduced working hours: On holiday days In nighttime b) breaks for feeding children; c) reduced working day: Teenagers Workers employed on heavy and harmful robots
Useful (effective) fund working time	clock	2032	2021	-11	-0,6

The work schedule of the enterprise is set to 2 days off. Labor Code sets the length of the working day - 8 hours (with a five-day working week). Turnaround time in 2008 decreased by 10 hours compared to 2007. This was affected by a decrease in the nominal working time fund, which amounted to 254 days. Also in the reporting period, the useful working time fund decreased by 0.6%, due to an increase in losses in the middle of the working day. This, in turn, was influenced by the increase in workers employed in heavy and hazardous work.

1.5 Labor productivity analysis

At the workplace, in the shop, at the enterprise, labor productivity is determined by the amount of products that a worker produces per unit of time (output), or the amount of time spent on manufacturing a unit of output (labor intensity).

The general indicator of labor productivity (production per worker or one worker) largely depends on the intensity of materials certain types products, volume of cooperative deliveries, product structure.

The purpose of the analysis of labor productivity is to establish the optimal measure of the work of each employee and his corresponding payment, as well as to search for reserves to increase labor productivity. We will consider the analysis of labor productivity in table 1.5.1

Table 1.5.1 - Productivity per worker.

Indicators	Base 2007	Report 2008	Deviation
Indicators	Base 2007	Report 2008	absolute	relates
Output of marketable products in value terms, UAH. (VP)	111 640 000	112500000	860 000	+0,8
Average number of workers, pers. (Ch p)	2512	2494	-18	-0,8
Share of workers (D)	83,1	83	-0,1	-0,2
Worked by all employees per year, thousand hours (t h)	4710,4	4697,9	-12,5	-0,3
one worker (t h)	2,048	2,038	-0,010	-0,5
Number of days worked by one slave (D r)	256	254	-2	-0,8
Average working day (P r)	8	8	-	-
Average annual output of one slave, yew. (B p)	2,07	2,1	+0,03	+3,5
Average annual output of one employee, yew. (In p)	4,3	4,5	+0,2	+4,6
Average hourly output of a pro-tion of one worker, UAH. (In hr)	25,87	27	+1,13	+3,5

The average annual output per worker increased by 3.5%. This was influenced by an increase in the average hourly output, which, in turn, was most likely affected by the modernization of equipment and staff development.

The average annual output of one employee can be calculated using the formula (1.11):

Sun \u003d Dr * Vchr * D * Pr

Sun bases \u003d 256 * 25.87 * 83.1 * 8 \u003d 4.3 t

Sun otch \u003d 254 * 27 * 83 * 8 \u003d 4.5 t

The calculation of the influence of some factors on the value of the average annual output of one employee is shown in table 1.5.2.

Table 1.5.2 - Calculation of the influence of factors on the value of the average annual output by one employee (for four factors)

Due to the decrease in the number of days worked by one employee, the average annual output decreased by 35,856; due to the increase in the average hourly output per worker, output increased by 190,581; due to the decrease in the proportion of workers in the total number, the output decreased by 5,486; The average length of a work shift has not changed.

The reserves for the average annual output amounted to UAH 41.342.

1.6 Analysis of the payroll and average wages of employees

Wages are part of the national income expressed in monetary form, which is distributed according to the quantity and quality of labor expended by each worker, coming into his personal consumption. A wage is a reward for work. Compensation of employees is the price of labor resources involved in the production process.

It can also be said that wages are part of the costs of production and sales of products, going to pay the employees of the enterprise.

Consider the salary analysis in Table 1.6.1

Table 1.6.1 - Analysis of the payroll.

After analyzing the table, we can conclude that the number of employees from 2007 to 2008 did not change, and the funds allocated for wages for the year increased, and the wage fund also increased. Payment for one man-day increased by 25% compared to 2007.

This was influenced by the increase in the production of workers.

The initial data for the analysis of the hourly payroll are summarized in table 1.6.2

Table 1.6.2 - Initial data for the analysis of the hourly payroll

As can be seen from Table 1.6.2,

The calculation of the influence of factors on the value of the wage fund can be carried out by the method of absolute differences (table 1.6.3), using the data in table 1.6.2.

Table 1.6.3 - Calculation of the influence of factors on the size of the wage fund of hourly workers

Factor	Calculation algorithm	Influence thsgr
The change average headcount hourly slave	∆FZP chr p \u003d (ChR P zv - ChR P base) * D P zv t zm.zv n GZP zv p, (1.12)	0
Change in the number of days worked by one work-hour per year	∆FZP d p \u003d CR P zv * (D P zv - D P base) * t zm.zv p * GZP zv p, (1.13)	- 55200
Change in average shift duration	∆FZP tcm p \u003d CR P zv D P zv (t zm.zv n -t zm.baz p) * GZP zv p, (1.14)	0
Change in the average hourly wage per worker-hour	∆FZP zp.g p \u003d CR P zv D P zv t zm.zv n * (GZ P zv -GZP base p), (1.15)	+55308,7
Total	, (1.16)	+108,7

At the analyzed enterprise, the actual wage fund of hourly workers is 108.7 thousand UAH more than last year. Due to the decrease in the number of days worked by one hourly worker, the wage fund decreased by UAH 55,200 thousand. And the increase in the average hourly wage of one hourly worker influenced the increase in the wage fund by 55308.7 thousand UAH. The reserve for the wage fund of hourly workers amounted to UAH 55,200 thousand.

The payroll fund of staff can also change due to its number and average annual earnings. By changing the actual average headcount:

∆FZP chr \u003d (Ch r.sv - Ch r.base) * RZP sv, (1.17)

By changing the average wage:

∆FZP RZP \u003d H r.sv * (RZP sv - RZP bases), (1.18)

where Ch r.sv - the number of employees in the reporting period;

H r.baz - the number of employees in the base period;

RZP zv - annual salary in the reporting period;

RZP bases - annual wages in the base period.

∆FZP chr = (2300 – 2300)*21274 = 0 UAH

∆FZP RZP = 2300*(26499 – 21274) = +1201.75 thousand UAH.

The increase in the average wage per employee for the year contributed to the increase in the payroll by 1201.75 thousand hryvnia.

Balance check of the calculation of the influence of two factors on the payroll of the personnel of the enterprise:

∆FZP =

∆FZP = +120175 UAH

At the analyzed enterprise, the actual payroll of the staff is more than last year by UAH 1201.75 thousand. As can be seen from the above data, the available labor resources of SE "Ivchenko-Progress" are not fully utilized.

Let's consider the analysis of the average monthly salary of the personnel of the enterprise in Table 1.6.4.

Table 1.6.4 - Analysis of the average monthly salary of personnel

№	Indicators	Bases 2007	Father 2008	Deviation
abs.	relation	Bases 2007	Father 2008
1	Payroll fund, thousand UAH	63113,04	78244,04	+15131	+23,9
2	Headcount	2512	2494	-18	-0,8
3	Number of industrial staff	2300	2300	-	-
4	Average annual salary of personnel (RZP), UAH	25190	31089	+5899	+23,4
5	Average annual salary of industrial staff, UAH	24576	30480	+5904	+24
6	Average monthly salary of staff, UAH	1964	2444	+480	+24
7	Average monthly salary of industrial staff, UAH	1934	2409	+475	+24,5
8	Number of days worked per worker per year (D)	256	254	-2	-0,8
9	Number of days worked per worker professional staff per year	256	254	-2	-0,8
10	Average daily wages of staff, UAH	98,2	122,2	24	+24
11	Average daily salary of industrial staff, UAH	96,7	120	+23,3	+24
12	Average duration of a work shift, hours	8	8	-	-
13	Average duration of a work shift for industrial staff, hours	8	8	-	-
14	Number of hours worked by one employee per year	2048	2038	-10	-0,5
15	Number of hours worked by one employee of industrial staff per year	2048	2038	-10	-0,5
16	Average hourly wages of personnel (GZP), UAH	12,3	15,3	+3	+25
17	Average hourly wages of industrial staff, UAH	12	15	+3	+25

The average annual wage depends on the number of days worked by one employee per year, the duration of the work shift and the average hourly wage and is calculated using the formula (1.19):

RZP \u003d D * t zm * GZP

RZP bases \u003d 256 * 8 * 12.3 \u003d 25 190 UAH

RZP otch \u003d 254 * 8 * 15.3 \u003d 31,089 UAH

As can be seen from Table 1.6.3, the average monthly salary of industrial personnel in 2008 increased by 24% compared to 2007. And the average annual salary of the staff in 2008 increased by 23.4% or UAH 5899 compared to 2007.

Calculation of the influence of 3 factors on the change in the level of the average annual salary of personnel can be carried out using the method of absolute differences.

Table 1.6.4.1 - Calculation of the influence of factors on the change in the level of the average annual salary of personnel

Table data. 1.6.4.1 show what factors influenced the change in the level of the average annual salary of the staff. The negative result of the influence of individual factors can be considered as an unused reserve for improving the efficiency of the use of labor resources in the enterprise.

Due to the decrease in the number of days worked by one employee, the payroll decreased by UAH 244.8. The change in the average hourly wage of one employee most of all affects the increase in the average annual wage of the staff, as a result of which the payroll increased by UAH 6096. The unused reserve amounted to UAH 244.8.

1.7. Analysis of the ratio of growth rates of labor productivity and wages.

With the growth of labor productivity, real conditions are created for increasing the level of wages. At the same time, funds for wages must be used in such a way that the growth rate of labor productivity exceeds (or equals) the growth rate of wages.

Let's calculate the index of changes in labor productivity of workers according to the formula (1.23):

Ivp =

where, DPtch - the income of the enterprise in the reporting period;

DPbase - the income of the enterprise in the base period.

Ivp \u003d 16875000 / 16312500 \u003d 1.04

The index of change in the remuneration of workers is calculated by the formula (1.24):

Iop =

where, Opotch - the cost of paying staff in the reporting period;

OPbase - the cost of staff salaries in the base period.

Iop \u003d 78244.04 / 63113.04 \u003d 1.03

The growth rate of labor productivity exceeds the growth rate of wages.

Consider the analysis of the ratio of growth rates of labor productivity and wages in table 1.7.1

Table 1.7.1 - Analysis of the ratio of labor productivity and wages.

Indicators	Index
1. Labor productivity index:
- one employee	1,4
- one worker	1,4
2. Index of wages:
- one employee	1,3
- one worker	1,2
3. Lead coefficient for
- employees	1,007
- workers	1,07
4. Lead coefficient corrected
- by employees	1,15
- by workers	1,2
5. Amount of savings/overspending of payroll	0,098

When calculating the lead factor, it is necessary to take into account such external factors as an increase in prices for the company's products (price index); inflation index, which changes the real wage rate; change in labor productivity under the influence of scientific and technological progress. The change in the lead coefficient for employees is affected by the change in the income of the enterprise, the change in the average wage of the staff, the change in the number of employees. The change in the lead coefficient for workers is affected by a change in the average annual output of a worker, a change in the average wage of a worker, and a change in the number of workers.

Conclusions on 1 section

In 2008, the number of total personnel decreased by 0.71% compared to 2007, which in absolute terms amounted to 18 people. The number of non-industrial personnel in 2008 decreased by 13.9%. Perhaps this was influenced by the working conditions at the enterprise, the level of wages or personal reasons. The volume of production in value terms in 2008 increased by UAH 860,000. compared to 2007. This was driven by an increase in output per worker and an increase in production or repair orders, as well as the use of new, more efficient equipment.

The support staff of the enterprise decreased by 13.86% in 2008 compared to the base period. It can be assumed that this was influenced by the decision of the management of the enterprise to reduce support staff in order to save money.

From the analysis of the movement of the labor force, it can be seen that for the State Enterprise "Ivchenko-Progress" the total turnover ratio decreased by 8%. The percentage of hired workers decreased by 12.5%. The number of people dismissed for violation of labor discipline (absenteeism, lateness, etc.) decreased by more than 2 times. Thus, discipline in the enterprise is given great attention.

At the analyzed enterprise, the actual fund of working time is less than last year by 24384 hours. As can be seen from the data presented, the available labor resources of SE "Ivchenko-Progress" are not fully utilized.

In 2008, the personnel retirement rate decreased by 16.25% compared to the base year of 2007. This was affected by a decrease in retired personnel: to the Armed Forces of Ukraine, for retirement and for other reasons provided for by law, at their own request, for violation of labor discipline . In turn, all this was influenced by the fact that the company has increased the number of young workers who need some work experience to develop their future activities.

Turnaround time in 2008 decreased by 10 hours compared to 2007. This was affected by a decrease in the nominal working time fund, which amounted to 254 days. Also in the reporting period, the useful working time fund decreased by 0.6%, due to an increase in losses in the middle of the working day. This, in turn, was influenced by the increase in workers employed in heavy and hazardous work.

The average annual wage per employee increased in 2008 by 24% or UAH 5225. compared to 2007. The average hourly wage per employee in the reporting period increased by 25% compared to the base period. The increase in wages was facilitated by an increase in labor productivity.

Due to the decrease in the number of days worked by one hourly worker, the wage fund decreased by UAH 55,200 thousand. And the increase in the average hourly wage of one hourly worker influenced the increase in the wage fund by 55308.7 thousand UAH. The reserve for the wage fund of hourly workers amounted to UAH 55,200 thousand.

The change in the average hourly wage of one employee most of all affects the increase in the average annual wage of the staff, as a result of which the payroll increased by UAH 6096.

Section 2. Development of theoretical ways regarding the possibilities of improving the labor and social and labor indicators of SE "Ivchenko-Progress"

Typical problems in organizations associated with low staff motivation are: high staff turnover, high conflict, low level of performance discipline, low-quality work (marriage), etc.

Commonly cited reasons for employee turnover are: uncompetitive pay rates, unfair pay structures, unstable earnings, long or uncomfortable work hours, poor working conditions, heavy-handed or unpleasant management, problems getting to work, lack of opportunities for promotion, training or skill development, experience development, career development, etc.

For example, to eliminate non-competitive wage rates, it is necessary to conduct a study of wages, compare the obtained data with the data of the enterprise. Reconsider rates where they are lower and where they are higher, as Overpayment as well as underpayment is fraught with economic losses.

An unfair pay structure can be corrected by reviewing the pay structure, preferably through a job difficulty assessment, to identify inappropriate rates. After analyzing the differentiated tariffs, revise them if "rate distortions" are revealed.

Poor working conditions can be eliminated by comparing the working conditions (working hours, shift flexibility, equipment, workplace ergonomics, condition of heating, air conditioning, lighting systems) of your company with the working conditions of market competitors or companies that you look up to. Develop measures to improve working conditions: more flexible working hours, new or rearranged furniture, adding coolers or lighting can do wonders. Conduct or order a survey of satisfaction with their work and the working conditions of employees. So you can get complete information about what exactly, what aspects of work employees are dissatisfied with.

If there are significant pay fluctuations as a result of a bonus or profit-sharing system, check those systems and review them.

Stabilization needed personnel enterprises. To do this, it is necessary to bring to life a number of measures in the social sphere.

A successful workforce development program creates a workforce that is more capable and more motivated to accomplish the goals of the organization. Naturally, this should lead to an increase in productivity, and hence to an increase in the value of the human resources of the enterprise.

Measures to improve staff retention can be divided into three main groups:

1.Technical and economic:

Improvement of working conditions;

Improving the system of material incentives;

Organization and management of production, etc.

2. Organizational:

Improving the procedures for hiring and dismissing employees;

Systems of professional promotion of employees, etc.

3. Socio-psychological:

Improving leadership styles and methods;

Relationships in the team;

Systems moral encouragement and etc.

If the staff turnover is high, then there are additional costs associated with the search for a new workforce, its instruction and development of work. Pay rises with high staff turnover overtime work, marriage and downtime increase, the level of morbidity increases, occupational injury, early disability occurs. All this increases the costs associated with personnel, leads to an increase in the cost of production and a decrease in its competitiveness.

Recruitment costs for new staff: preparation of specifications and announcements; advertising costs; Screening of applications, interviewing and correspondence with applicants; selection tests; medical checks; official appointment.

Costs for training new staff: salaries and expenses for apprentices and mentors; preparation and maintenance of training programs; educational materials, equipment and facilities; low efficiency of work of students until the end of training.

The costs of layoffs of employees of the enterprise: payments established by the state for downsizing; other payments.

The low level of labor productivity is explained by the following reasons: interruption in work as a result of staff turnover; a decrease in the output of workers who were about to quit and warned the administration about it; low output of workers who came to work to replace those who left; a decrease in labor productivity among workers in the 1st, 2nd and 3rd months after starting work, etc.

The economic damage caused by excessive turnover can be quite significant.

Conclusions on section 2

Typical problems in organizations associated with low staff motivation are high staff turnover.

Great attention should be paid to staff motivation. It is necessary to improve the incentive system for employees of the enterprise, which includes moral and material rewards.

Staff satisfaction is also increased by creating a healthy working atmosphere in the team, organizing technically equipped workplaces, participating in the management of changes in the organization's activities. An example of high satisfaction with working conditions is the minimum level of injuries and diseases at the enterprise, practical absence industrial complaints, very low staff turnover, availability of a wide range of facilities and services provided by the organization.

A successful workforce development program creates a workforce that is more capable and more motivated to accomplish the goals of the organization. It is necessary to stabilize the personnel of the enterprise. To do this, it is necessary to bring to life a number of measures in the social sphere.

Section 3. Proposals for improving the labor and social and labor indicators of SE "Ivchenko-Progress" by increasing the constancy of personnel

I believe that it is necessary to increase the rate of staff constancy in the enterprise.

For example, let's take a shop that employs 84 people.

We will increase the level of staff constancy by improving working conditions at the enterprise (in this case, in the workshop):

1) UAH 55.82 thousand should be spent on providing workers with special clothing and footwear. (special clothing is required: jacket - 59 pieces for 187 UAH/piece; cotton suit - 59 pieces for 180 UAH/piece; pants - 59 pieces for 165 UAH/piece; special footwear is required: boots - 59 pairs for 195 UAH/pair; shoes - 84 pairs at 140 UAH/pair.) If we multiply the number of necessary things by the price of a unit (pair), we get a total amount of 55.82 thousand UAH.

2) for the prevention of colds - UAH 21 thousand (vaccination UAH 250 per person).

3) provision of vouchers for health improvement UAH 30,000. (20 employees per year multiplied by the cost of the voucher 1500 UAH.)

In total, we will spend UAH 106.82 thousand on the level of staff retention.

Thus, the production output increases, as a result of which there is a decrease in labor intensity.

Using statistical data on labor productivity, we can conclude that the output of one worker will increase from approximately UAH 45.10 thousand. up to 50 thousand UAH. If so then:

Tr = T/OP (3.1)

where, T is the time spent on the production of all products, standard hours, man-hours;

OP - the volume of manufactured products in value terms.

OP \u003d V * Chr (3.2)

where, B is the average annual output of one worker;

Chr- average number of employees.

Op \u003d 50 * 2494 \u003d 124700 thousand UAH

Тр = 4697984/124700 = 37 (hours/thousand UAH)

As a result, labor intensity decreased by 12% compared to 2008.

Table 3.1 - Table for comparing the indicators of the reporting period and the forecast period (as a result of product sales).

Consequently, as a result of the implementation of measures to improve working conditions, output increased and labor intensity decreased by 12% or by 4.7 hours/thousand hours. UAH All these changes, carried out on the basis of the forecast, as well as the fulfillment of tasks, will make it possible to use the labor resources of the enterprise more efficiently, which, as a result, will increase the output of marketable products by UAH 12,200 thousand or 10% and increase the net profit at the enterprise from 1,687.5 thousand UAH to 3117.5 thousand UAH (+1430 thousand UAH of net profit). Let us determine the economic effect for the enterprise obtained as a result of the implementation of the above measures according to the formula (3.3):

where, state of emergency - net profit, which the enterprise receives as a result of the implementation of the above measures;

I - the cost of implementing the activities that are proposed.

Her \u003d 1430-106.9 \u003d 1323.1 thousand UAH.

Economic efficiency is defined as the ratio of results and costs and is determined by formula (3.4):

where, P - results, that is, additional benefits that the enterprise receives as a result of the implementation of proposals;

I - the cost of implementing the activities that are proposed.

E \u003d 1323.1 / 106.9 \u003d 12.3

The payback period is calculated to determine the duration of the period for the return of funds spent on the implementation of activities, that is, when (after how many periods) the amount of net cash receipts (net profit) from the implementation of the proposed activities will be equal to the costs spent on the implementation of these activities. It is calculated by formula (3.5):

where, Np is the average annual net profit that the enterprise will receive as a result of the implementation of the proposed measures;

I - costs for the implementation of the proposed activities

To \u003d 106.9 / 1323.1 \u003d 0.08 (years)

Calculation results economic efficiency summarized in table 3.2

Table 3.2. – Indicators of economic efficiency.

It can be concluded that we will spend 106.9 thousand hryvnias on the introduction and implementation of the proposed measures to improve the efficiency of the workshop and the enterprise as a whole, as a result of which we received an economic effect of 1323.1 thousand hryvnias and an economic efficiency of 12.3. The costs that we invested to increase the economic efficiency of the enterprise SE "Ivchenko-Progress" pay off in about 0.08 years.

SE "Ivchenko-Progress" is a state-owned enterprise, which is part of the Ministry of Politics of Ukraine. The company is engaged in the design, manufacture, certification, repair and testing of engines for aviation and industrial applications. In general, the enterprise works effectively (at a profit), many indicators have increased compared to last year. But the labor resources at the enterprise are not fully used.

In 2008, the number of total personnel decreased by 0.71% compared to 2007, which in absolute terms amounted to 18 people. The volume of production in value terms in 2008 increased by UAH 860,000. compared to 2007. The support staff of the enterprise decreased by 13.86% in 2008 compared to the base period. It can be assumed that this was influenced by the decision of the management of the enterprise to reduce support staff in order to save money.

From the analysis of the movement of the labor force, it can be seen that for the State Enterprise "Ivchenko-Progress" the total turnover ratio decreased by 8%. The percentage of hired workers decreased by 12.5%. The number of people dismissed for violation of labor discipline (absenteeism, lateness, etc.) decreased by more than 2 times. Thus, great attention is paid to discipline in the enterprise.

Turnaround time in 2008 decreased by 10 hours compared to 2007. This was affected by a decrease in the nominal working time fund, which amounted to 254 days. The average annual output per worker increased by 3.5%.

The low level of labor productivity is explained by the following reasons: breaks in work as a result of staff turnover; a decrease in the output of workers who were about to quit and warned the administration about it; low output of workers who came to work to replace those who left; a decrease in labor productivity among workers in the 1st, 2nd and 3rd months after starting work, etc.

Measures to improve staff constancy can be divided into three main groups: technical and economic, organizational and socio-psychological.

I propose to improve labor and social - labor indicators at the enterprise by increasing the constancy of the staff. Greater staff retention can be achieved by improving working conditions. We spent UAH 106.9 thousand on the introduction and implementation of the proposed measures to improve the efficiency of operations, as a result of which we received an economic effect in the amount of UAH 1323.1 thousand. The costs that we have invested to improve the efficiency of the enterprise SE "Ivchenko-Progress" will pay off in about 0.08 years.

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The full cycle of creating an aircraft engine (from drawings to a working model) is a task that only a few states of the world can do.

Nevertheless, despite the economic difficulties, Ukraine today has preserved enterprises that are able to compete in the field of high technology with leading Western firms. Among those continuing their development is the state enterprise "Ivchenko-Progress".

What projects are being worked on today in this well-known team far beyond the borders of Ukraine? What place can their products take in the domestic and international markets? And does aviation have a future in these difficult economic conditions?

Our interlocutor is Vyacheslav Mikhailovich Merkulov, First Deputy Director, Chief Designer of the New Aircraft Engines thematic area of SE Ivchenko-Progress:

Our company is currently working in the following areas: first of all, these are engines for transport and passenger aircraft, also engines for training aircraft, engines for helicopters of various classes and engines for aviation general purpose. The subject matter is very broad and reflects a wide segment of our activity in the development of new aircraft engines.

If briefly about the main directions or main engines that we are actively working on at the enterprise today, then first of all it should be noted the D-18T engine of the 3M series, the D-436-148FM engine, new small-sized engines for helicopters and aircraft, and our new engine , on which we are actively working, - AI-28.

A special place among our new products is occupied by the AI-28 engine for two- and four-engine aircraft. It is designed for new transport and passenger aircraft with a carrying capacity of 18-40 tons for 80-130 seats, as well as for modernized aircraft that need to increase consumer characteristics, including for An-148-100, An-158, An-178. AI-28 is a new generation engine with an ultra-high bypass ratio. This is an engine in the thrust class of 8-10 tons. And at certain changes its thrust can reach up to 12 tons.

The high thermodynamic cycling and advanced design of this engine provide 15-20% lower specific fuel consumption than those currently in widespread use for this thrust class. He has significantly improved environmental characteristics and reduced noise levels. This is a modern engine that meets world requirements.

The main key tasks in its production are, first of all, the creation of a high-efficiency gas generator and the development of a low-noise gear-driven zero-noise fan. At present, we have completed the main design work on this engine.

To ensure the start of engine refinement, working design documentation for the gas generator has been issued, and today we have begun the technological preparation of production for its manufacture in cooperation with MOTOR SICH JSC. This is our perspective, because the AI-28 will determine the production fate of our enterprise for many years to come.

Can the so-called small-sized engines be included among the promising areas of the near future?

We continue to actively work with our customers, whose number is constantly growing. One of the promising areas of work of SE "Ivchenko-Progress" is the development of a family of aircraft engines based on the AI-450 gas turbine turboshaft engine. As confirmation of the effectiveness of these works, the successful certification of five modifications of the AI-450M turboshaft engine for the Mi-2MSB helicopter produced by MOTOR SICH JSC and other Mi-2 helicopters, as well as three modifications of the AI-450C turboprop engine for light aviation aircraft general purpose, such as DA-50JP7 and DART-450 developed by DIAMOND Aircraft Industries (Austria).

At the end of October, Ivchenko-Progress State Enterprise took another step in the development of new modern turboprop engines for light aircraft and helicopters - on October 27, bench tests of the gas generator of the AI-450C-2 turboprop engine, which will become the basis for a number of new aircraft engines with power from 630 to 800 hp

The AI-450C-2 engine is designed for general purpose light aircraft developed by DIAMOND Aircraft Industries. The development of this engine is carried out using the experience of participation of SE "Ivchenko-Progress" in the international European project ESPOSA, in close cooperation with partners from the Czech Republic - UNIS, which developed the system automatic control gas generator. This engine, in order to provide the necessary power, has an increased dimension of the gas generator compared to the AI‑450S-2 engine. The demand for the AI-450S and AI-450M is quite wide, we have signed a number of contracts for the supply of these engines for aircraft and helicopters, and we are already actively working on them.

The implementation of the AI-450C-2 engine creation program will provide competitive advantage domestic engines in the general aviation market and will greatly expand the opportunities for international cooperation.

We have a lot of projects, but I stopped at the main ones, which today determine quite large volumes of design and production work. This allows us to maneuver on a wide consumer market, but our possibilities, unfortunately, are limited in this part.

Vyacheslav Mikhailovich, have the projects that the company is working on already found their customers or are they still looking for them?

Some found, and some - in the search. In particular, the mentioned AI-28 engine. Today, together with our colleagues from the Antonov State Enterprise, we are working on the modernization of our aircraft line, where in the future the AI-28 engine will be installed as an option. Its improved performance will allow remotorized aircraft to operate successfully for many decades and be competitive in the transport and passenger aviation market. As for the AI-450S-2, we have a contract for the supply of engines for the DIAMOND Aircraft Industries aircraft. This is also an example of how its characteristics can be improved.

Is the enterprise now engaged in the modernization of the D18T engine, which has been one of the main sources of replenishment of funds for the life of the enterprise for many years? How are things going with the Antonov State Enterprise now?

Now we have begun to work actively with the Antonov company on the creation of the An-124-100 aircraft with D-18T engines of the 3M series. This will remove a number of restrictions related to the operation of the aircraft, which arise, in most cases, in terms of ecology, piloting and they are related to the fact that the engine did not have the characteristics necessary in the modern world. At present, the development of this engine continues, it is being prepared for testing on an aircraft to study fan blades. Well, further work will be carried out on its certification.

Our conversation takes place at the end of the year, and we expect that the upcoming 2018 will bring hope for the best. The company is included in New Year with optimism?

I think that all our employees, employees of our company should meet the new year 2018 with optimism. Because we have a fairly wide range of new in-demand aviation equipment, we have the opportunity to create new projects that will ensure the prosperity of our company in the future. We will do our best for her. further development for the benefit of Ukrainian aviation.

My optimism is confirmed by the presence of next year contracts. And this means that the Progressives will be provided with work and decent wages.

Our reference

For 72 years since the founding of the team state enterprise"Zaporozhye Machine-Building Design Bureau" Progress "named after Academician A.G. Ivchenko" created more than 60 types and modifications of aircraft gas turbine engines for aircraft and helicopters for civil and military purposes and more than 20 types and modifications of gas turbine engines for ground use. They are mass-produced by enterprises of Ukraine and the CIS countries and are operated in more than a hundred countries around the world. The total operating time of gas turbine engines is over 300 million hours.

During 2016-2017 the company was actively working on the development of a promising bypass turbojet engine AI-28 (at present, the release of design documentation for its gas generator is being completed); on the creation of a modified D-18T engine of the ZM series for the modification of the An-124 Ruslan aircraft; maintenance, operation and repair of D-18T series 3 engines. Design support was provided for the manufacture and operation of D-436-148 engines on 44 An-148 and An-158 aircraft. Experimental flight tests of the D-436-148FM engines were carried out on the An-178 transport aircraft. An application for certification of the D-436-148FM engine according to European standards has been submitted, and the relevant work has begun.

Tests of the AI-222K-25F engine in a thermal vacuum chamber have been successfully completed.

For the modernized Mi-2MSB helicopter, additions to the type certificates for the AI-450 engine were received for the introduction of the new AI-450M-B model. The complex of certification tests of the AI-450S engine for the AI-450S, AI-450SM, AI/I-450CD models has been completed. Design documentation for a modified AI-450SR engine for an aerobatic aircraft has been developed. Flight tests of two DART-450 aircraft with AI-450C engines were provided at DIAMOND AIRCRAFT (Austria) and they were successfully demonstrated at international aviation exhibitions.

Within the framework of the agreement with MOTOR SICH JSC, work was carried out at the test bench of the enterprise to determine the characteristics of the TVZ-117VMA-SBM1V series 5 turboshaft engine for installation on modernized medium multi-purpose helicopters.

For civilian heavy helicopters operating in hot climatic conditions, a modified AI-136T engine with improved altitude and climatic characteristics has been developed.

All projects of SE "Ivchenko-Progress" are successfully implemented in close cooperation with the serial plant of JSC "MOTOR SICH". The enterprise is developing dynamically and has positive technical and economic indicators. Modernization and reconstruction of the existing production is being carried out, energy-saving technologies are being actively introduced, and production buildings are being renovated. Work continues to create optimal conditions for highly productive work, life and recreation of Progressives.

Photo captions:

1) First Deputy Director, Chief Designer of the thematic direction "New aircraft engines" SE "Ivchenko-Progress" Merkulov Vyacheslav Mikhailovich

2) Director of SE "Ivchenko-Progress", General Designer Kravchenko I.F. and Ambassador Extraordinary and Plenipotentiary of Austria Hermine Poppeller in the assembly shop

3) Aircraft DART-450 with Zaporozhye engines

4) In the assembly shop of SE "Ivchenko-Progress"

5) AI-450C-2 turboprop gas generator on bench tests

Zmkb progress named after Academician A. Ivchenko. State Enterprise "Zaporozhye Machine-Building Design Bureau "Progress" named after Academician A.G. Ivchenko

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